Tips for Getting Executives on Board with Change Management, final Webinar for 2015.

1. Presented by
Catherine Smithson
December 15 2015
Prosci Community of
Practice Webinars
Getting Executives on
Board with Change
Management

2. Introducing Being Human
• Founded in 1993
• Our mission: develop
change-capable
people and
organisations so they
achieve the benefits of
change.
• Prosci Affiliate
Australia and New
Zealand.
2
“Change is the law of life. And those who look
only to the past or present are certain to miss
the future.” John F. Kennedy

3. Prosci by the numbers
• 1994 – Founded in Loveland
(Denver) Colorado, USA
• 8 global Benchmarking
Reports
• 16 years of longitudinal
research
• 3,400+ research participants
• 63 countries
• 80% Fortune 500 companies
• 30,000+ Certified practitioners
worldwide
• 4,000+ Certified practitioners
Australia/New Zealand
3

4. Prosci 2014 Best Practices in Change
Management Benchmarking Report
• 822 participants
• 63 countries
• Top 3 roles:
• Change Management team
leader
• External consultant
• Project team leader
• 244 pages
• 38 new topics
The largest body of Change Management knowledge in the world.
4
2% 2% 3%
5%
14%
15%
25%
34%
Middle East
Latin America
Asia and Pacific
Islands
Africa
Europe
Canada
Australia and New
Zealand
United States

5. Snapshot of participants
5

6. Agenda
• Why Sponsors matter
• Best Practices update
• Top 5 Tips
• Your experiences?
6

7. Quoteable quotes
7
“My Sponsor thinks now we have
hired a Change Manager they can go
back to BAU and I will deliver the
project benefits”.
“Our Executive Sponsor
believes having a PMO and
effective PMs is enough”.
“Even though the business has
Change Managers, the Sponsor
thinks they are more a “feel good
factor”.
“Our Sponsor thinks
Change Management is
still training and
communications.
“Our Sponsor relies on the Project Manager and
Change Manager to get other Executives on
board – there’s a limit to what we can do.”

8. Why Sponsors Matter
8
• One of the three
capabilities required for
project success and
benefit realisation
• Prosci PCT Model and
the PCT Analyzer are
both based on Prosci’s
global Best Practices
research
© Prosci Inc. All rights reserved www.change-management.com

9. Greatest contributors to success
1. Active and
visible executive
sponsorship
2. Structured Change Management
approach
3. Dedicated Change Management
resources and funding
4. Frequent and open
communications about the
change and the need for change
5. Employee engagement and
participation
6. Engagement and interaction with
Project Management
7. Engagement with and support
from middle management
9
✔
!
"
"
✔
!
2011 rank
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.

10. Sponsor effectiveness directly correlates to
project success
10
25%
34%
67%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sponsor was very
ineffective (score < 2)
Sponsor was ineffective
(score between 2 and 3)
Sponsor was effective
(score between 3 and 4)
Sponsor was very
effective (score between
4 and 5)
P
e
rc
e
n
t
o
f
re
s
p
o
n
d
e
n
ts
th
a
t
m
e
t
o
r
e
xc
e
e
d
e
d
p
ro
je
c
t
o
b
je
c
tiv
e
s
Average sponsor effectiveness rating
Copyright © 2014 Prosci. Best Practices in Change Management – 2014 Edition.
Correlation of sponsor effectiveness to meeting project objectives
Percentageofrespondentsthatmetorexceeded
projectobjectives

11. What Is meant by Sponsorship?
• Actively and visibly
participate throughout the
project
• Build a coalition of
sponsorship with peers and
managers
• Communicate directly with
employees
11
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.

12. Most Sponsors do not understand their role
• Apply the Prosci ADKAR
Model to your Sponsorship
challenge
• Most Sponsors are lacking
Awareness and Desire
• Change Management is
newish
• Change Managers take
different approaches
• Myths and misconceptions
are common
12

13. 1. Participate Actively and Visibly
13
• Sponsorship is more than signing the
check and launching the initiative
• Examples:
– Set expectations and establish clear
objectives for the project
– Hold the team accountable for results
– Attend project review meetings
frequently and actively monitor progress
Don’t be the
vanishing
sponsor!
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.

14. 2. Build a Sponsorship Coalition
• The coalition is not just an
organization chart
• The coalition is based on
‘who is being impacted’
• Coalition building is a key
role of effective change
leaders
14
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.

15. p. 78
3. Communicate Directly with Employees
0% 10% 20% 30% 40% 50% 60% 70% 80%
Other
Change management team leader
Change management team member
Project team leader
Project team member
Human Resources representative
The employee's supervisor
Department head
Senior manager
Executive manager
CEO/President
Percent of respondents
Business messages
Personal messages
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
Participants
identified senior
leaders as the
preferred senders
for organisational
reasons for the
change.
2014 Best Practices in Change Management Report.
822 participants in 63 countries. Prosci copyright 2013.

16. 16

17. What Do Employees Want to See and Hear
From You?
17
Current
state
Transition
state
Future
state
Messages
• Why is the change happening?
• What are the risks of not changing?
• Why now?
• How does this change align with our
strategy and direction?
Actions
• Celebrate successes
• Recognize individuals and groups
• Manage resistance
• Demonstrate commitment to
sustaining this change

18. 18

19. Tip 1: Put away the soap box!
• Park your passion
• Executives are allergic to
lectures
• Talking about Change
Management is tacking
Knowledge and Ability
BEFORE Awareness and
Desire!
• Are you the Sponsors
preferred sender?
19

20. Tip 2: Know your Sponsor
• Understand their drivers, values,
concerns and Desire points for
the project/change/future state.
• What does the Future State look
like to them?
• What’s their WIIFM?
• Are they a reluctant Sponsor or
is it their passion project?
• What does success look like for
them?
• Who do they listen to, trust, rely
on?
• Use these insights ethically, to
connect doing the change well
and better results/adoption
20

21. Tip 3: Change the conversation
• Focus on the change itself
• Change the conversation from
what we DO in Change
Management to what needs
to be DELIVERED
• Raise Awareness on the
connection between end user
adoption and usage and
achieving results
• Why are we doing this project?
• What does success look like?
• Who needs to adopt and use
the change?
• What will adoption, usage and
sustainment look like?
• What will be “enough” usage to
achieve the expected benefits?
21
Current
state
Transition
state
Future
state

22. Individuals make their own transitions:
Adoption and usage
The individual is the unit of change
© Prosci Inc. All rights reserved www.change-management.com

23. Results and outcomes depend on employee
adoption and usage
Solution must be:
• Designed
• Developed
• Delivered
and
• Embraced
• Adopted
• Used
23
Future
Effectiveness = Quality x Acceptance
General Electric – 1980s
© Prosci Inc. All rights reserved www.change-management.com

24. Tip 4: Less is more
• If you have their interest, use the
tool or Best Practice info that will
hit their Desire point.
• Prosci Project Change Triangle is
a good standard.
• Use examples (good and no so
good) from your own organisation
• Be clear about the partnership
needed and roles - it is not the
CM’s or PM’s change.
• Tell the truth, the whole truth and
nothing but the truth to your Exec
Sponsor!
• Even if it is hard…. it is only and
ever about getting the best
adoption, with their people.
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25. • Not for Profit:
• We used the Executive Sponsor wisely and sparingly
• Acted as her coach to increase her visibility throughout the project, she lead the
celebration of success ... then we were asked back for her next project
• Financial Services:
• We persevered with the new concept of a Sponsor Roadmap until the CEO saw the
benefits
• CEO now asks for the Sponsor Roadmap as a standard part of the change
approach.
• State Government:
• Executive Sponsor was the person leading the charge
• Provided lots of support to him to ensure he was able to build a strong coalition and
hold them accountable.
• Community Care:
• Focus was on clarifying roles of Steering Committee and Sponsor Coalition
• Used the Prosci Project Change Triangle and ADKAR Analyser to show progress -
visual, data based
• Prepared detailed Change Management PIR to show value of focusing on the
people side produced results - this organisation is very good at benefit measurement
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Tip 5: Change the world one Sponsor at a time:
Case Studies

26. Q&A

27. More info
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Being Human
beinghuman.com.au
Prosci
• change-management.com
• prosci.com
• portal.prosci.com